Joining renowned scholars Christopher Bartlett and Sumantra Ghoshal, new co-author julian Birkinshaw of the London Business School brings fresh insights to this revision in the form of text updates and new case material. Indeed, the entire text has been revised with contemporary examples to reflect recent insights from the academic literature.

Joining renowned scholars Christopher Bartlett and Sumantra Ghoshal, new co-author julian Birkinshaw of the London Business School brings fresh insights to this revision in the form of text updates and new case material. Indeed, the entire text has been revised with contemporary examples to reflect recent insights from the academic literature.

New to this edition:

In response to reviewer feedback, 40% of the cases and readings are new to this edition including updates to notable favorites.

New and expanded topic areas include:

·a greater focus on the internal dynamics of the multinational corporation, particularly in terms of entrepreneurship and knowledge transfer;

·more in-depth discussion of the issues of culture and management of MNCs from lesser-developed countries;

·and new material in the final chapter on renewal and change.

Naturally, many of the new cases and readings were chosen to reflect the above changes in the text material.

Part 1  The Strategic Imperatives

Chapter 1

Expanding Abroad: Motivations, Means, and Mentalities

Cases

1-1  Jollibee Foods Corporation (A): International Expansion

1-2  Acer, Inc.: Taiwan's Rampaging Dragon

1-3  Icon Medialab International A.B.

Readings

1-1  The Tortuous Evolution of the Multinational Corporation (Perlmutter)

1-2  Managing in a Borderless World(Ohmae)

1-3  Going Global: Lessons from Late Movers (Bartlett and Ghoshal)

Chapter 2

Managing Conflicting Demands: Global Integration, Local Responsiveness, and Worldwide Learning

Cases

2-1  Toys "R" Us Japan

2-2  Global Wine Wars: New World Challenges Old

2-3  Hitting the Wall: Nike and International Labor Practices

Readings

2-1  Culture and Organization(Schneider and Barsoux)

2-2  Clusters and the New Economics of Competition (Porter)

2-3  The End of Corporate Imperialism(Prahalad and Lieberthal)

Chapter 3

Developing Strategic Capabilities: Building Layers of Competitive Advantage

Cases

3-1  Caterpillar Tractor Co.

3-2  Komatsu Limited

3-3  BSkyB

3-4  General Electric Medical Systems, 2002

Readings

3-1  The Globalization of Markets (Levitt)

3-2  Global Strategy... in a World of Nations? (Yip)

3-3  Competition in Global Industries: A Conceptual Framework (Porter)

Part 2  The Organizational Challenge

Chapter 4

Developing Coordination and Control: The Organizational Challenge

Cases

4-1  Philips and Matsushita 1998: Growth of Two Global Companies

4-2  Becton Dickinson: Worldwide Blood Collection Team

4-3  Schneider Electric Global Account Management

4-4  ABB's Relays Business: Building and Managing a Global Matrix

Readings

4-1  Tap Your Subsidiaries for Global Reach (Bartlett and Ghoshai)

4-2  Making Global Strategies Work(Kim and Mauborgne)

4-3  Can Selling Be Globalized? The Pitfalls of Global Account Management (Arnold, Birkinshaw,and Toulan)

Chapter 5

Creating and Leveraging Knowledge: The Worldwide Learning Challenge

Cases

5-1  P&G Japan: The SK-II Globalization Project

5-2  McKinsey & Company: Managing Knowledge and Learning

5-3  Skandia AFS: Developing Intellectual Capital Globally

5-4a Meridian Magnesium: International Technology Transfer

5-4b Meridian Magnesium: The American Perspective

5-4c Meridian Magnesium: The Canadian Perspective

5-4d Meridian Magnesium: The Italian Perspective

Readings

5-1  Unleash Innovation in Foreign Subsidiaries (Birkinshaw and Hood)

5-2  Integrating the Enterprise (Ghoshal and Gratton)

5-3  The Knowledge-Creating Company(Nonaka)

Chapter 6

Managing across Boundaries: The Collaborative Challenge

Cases

6-1  Xerox and Fuji Xerox

6-2  Renault/Nissan: The Making of a Global Alliance

6-3  Star Alliance (A): A Global Network

Readings

6-1  The Global Logic of Strategic Alliances (Ohmae)

6-2  Collaborate with Your Competitors--and Win (Hamel, Doz, and Prahalad)

Part 3  The Managerial Implications

Chapter 7

Building Mtltidimensional Capabilities: The Management Challenge

Cases

7-1  BRL Hardy: Globalizing an Australian Wine Company

7-2  Silvio Napoli at Schindler India

7-3  The GE Energy Management Initiative (A)

7-4  Genzyme's Gaucher Initiative: Global Risk and Responsibility

Readings

7-1  Local Memoirs of a Global Manager (Das)

7-2  Subsidiary Initiative to Develop New Markets (Birkinshaw and Fry)

Chapter 8

Preparing for the Future: Evolution of the Transnational

Cases

8-1  The Transformation of BP

8-2  GE's Two-Decade Transformation: Jack Welch's Leadership

Readings

8-1  The Myth of the Generic Manager: New Personal Competencies for New Management Roles(Bartlett and Ghoshal)

8-2  The New Global Game: How Your Company Can Win in the Knowledge Economy (Doz, Santos, and Williamson)

Index